Human Resource In globally Competitive business environment

Chapter 02 Chapter 1

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Human Resource In globally Competitive business environment

ENVIRONMENT Human resource in a globally competitive business environment

S S E N I S U VE B I T I T E P COM NT E M T N O ENVIR

HUM AN MAN RESO AGE URC MEN E T

WHY HUMAN RESOURCES

MATTERS NOW MORE THAN EVER

Features of the competitive business environment (Companies today face five critical business Callenges)

Globalization Profitability through growth Technology Intellectual Capital Change, Change And More Change

GLOBALIZATION G lobalization

requires that organizations increase their ability to learn and collaborate and to manage diversity, complexity and ambiguity.

INTELLECTUAL CAPITAL Knowledge

has

advantage

for

become companies

a

direct selling

competitive ideas

and

relationship and an indirect competitive advantage for

all

companies

attempting

to

differentiate

themselves by how they serve customers

PROFITABILITY THROUGH GROWTH Past :

Downsizing, reengineering, delayering and consolidation to increase efficiency and cut costs.

Present :

Companies seeking to acquire new customers and develop new products must be creative and innovative

TECHNOLOGY

From

videoconferencing to the internet,

technology has made our word smaller and faster.

CHANGE, CHANGE AND MORE CHANGE Companies must be able to learn rapidly and continuously, innovate ceaselessly, and take on new strategic imperatives faster and more comfortably.

ENVIRONMENT Responses of firms to the new competitive realities  The shift from vertically integrated hierarchies to networks of specialists.  The decline of routine work  Pay tied less to a person’s position  A change in the paradigm of doing business from making product to services  Outsourcing.  The redefinition of work itself.

ENVIRONMENT Responses of firms to the new competitive reality

The shift vertically integrated Hierarchis to networks of specialists

New form of organization

The decline of routine work

Restructuring, including downsizing

Pay tied less to a persons position

Quality Management program

Change paradigm of doing business

Reengineering

Outsourcing of activities that are Not core competencies of a firm

Flexibility

SHIFTING FROM TANGIBLE ASSET TO INTANGIBLE ASSET

A.

Tahun 1982

: persentasi nilai buku aktiva berwujud adalah 62 % dari nilai pasar perusahaan.

B.

Tahun 1992

: persentase tersebut menurun drastis menjadi hanya sebesar 38 %

C.

Tahun 2000 : persentase tersebut hanya berkisar 10% s.d 15% dari nilai pasar perusahaan.

Data survey di U.S.A.

menunjukan trend semakin menurunya peran aktiva berwujud dalam Penciptaan nilai.

Fungsi Management SDM

Hubungan Karyawan

Sistem Informasi Sistem Karyawan Informasi

Perencanaan Perencanaan Strategis Strategis SDM SDM

Programprogram Komunikasi

Rekrutasi Rekrutasi

Kesehatan & Keselamatan Kerja

Kompetensi

Seleksi Seleksi

Job - Individu Pelatihan & Pelatihan & Pengembangan Pengembangan Karyawan

Kesejahteraan Kesejahteraan Karyawan Karyawan

Kompensasi && Kompensasi Penghargaan Penghargaan

Penilaian Penilaian Performansi performansi

Perencanaan Perencana & anPengembangan & Pengembangan karir Karir

A NEW MANDATE FOR HUMAN RESOURCES

Human Resource should be defined not by what it does but by what it delivers By Dave Ulrich

SHRM

Strategic Human Resource Management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance.

Strategic Management Model EXTERNAL EXTERNAL ENVIROMENTAL ENVIROMENTAL OPPURTUNITIES OPPURTUNITIES AND AND THREATS THREATS Macroenviroment

Industry Enviroment INTERNAL INTERNAL ENVIROMENT ENVIROMENT ::

The Firm`s Resources, Organizational Mission, and Goals

STRATEGY STRATEGY FORMULATION FORMULATION

Corporate strategy formulation

Business unit strategy formulation

STRETEGY STRETEGY IMPLEMENTATION IMPLEMENTATION

Organizational Structure Leadership and Organizational Culture STRATEGIC STRATEGIC CONTROL CONTROL Strategic Control Process and Performance

Functional strategy formulation

MATRIKS PEMUNCULAN SASARAN STRATEGIS - BISNIS

Strengths (Kekuatan) Pemimpin pasar Reputasi dihadapan pembeli Terjaga terhadap kekuatan tekanan pesaing Existensi bisnis Kemitraan mendapatkan bahan baku Kualitas produk Loyalitas pelanggan Jaringan distribusi Loyalitas dan didikasi SDM Kinerja keuangan

Oppurtunities (Peluang) Industri tumbuh didalam maupun diluar negri Pasar bio energi dimasa datang Pasar eksport Kondisi makro ekonomi indonesia/dunia membaik Mengembangkan supply bahan baku Diversifikasi produk Masuk kedalam segmen pasar tertentu Melakukan aliansi strategis Business process improvement Tumbuh bersama investor

Weakness (Kelemahan) Visi kedepan pimpinan perusahaan Kemampuan kepemimpinan ditingkat atas Perencanaan strategik untuk mencapai visi Kapasitas produksi yang telah maximal Rencana aktivitas pemasaran yang tidak agresif Struktur organisasi dan kesisteman Kesisteman SDM secara komprehensif Sistem keuangan SI/TI monitoring implementasi strategi bisnis ..................... dst

SO. Strategies

1.

Threats (Ancaman) Kompetisi lokal dan internasional semakin ketat Ketersediaan dan harga bahan baku Regulasi pemerintah Ketersediaan lahan bahan baku 1. Kompetitor ilegal Kemungkinan kompetitor masuk pada bisnis sejenis Pertumbuhan pasar yang melambat Kebijakan pemerintah Pesaing besar Tekanan terhadap harga

Peningkatan pertumbuhan bisnis melalui perluasan Peluang pendapatan dan memperbaiki Nilai pelanggan.

WO. Strategies 1.

Pengelolaan kompetensi SDM agar strategi yang telah ditetapkan dapat diimplementasikan.

2.

Peningkatan produktivitas melalui perbaikan struktur biaya dan menumbuhkan pemanfaatan asset

3.

Peningkatan nilai-nilai fokus pd strategi

4.

Pembangunan infrastruktur fisik dan manajemen Teknologi Informasi

ST. Strategies

Pengelolaan bisnis dengan menciptakan Produk berkualitas dan harga bersaing

WT. Strategies 1.

Peningkatan kepuasan pelanggan Melalui operasional exellent dan pelayanan prima

2.

Peningkatan citra pada pelanggan Melalui program CSR dan pengelolaan proses berbasis ramah lingkungan

3.

Peningkatan kompetensi kualitas dan perbaikan berkesinambungan.

SWOT Portfolio Framework

Abundant environmental opportunities Moderate environmental opportunities and threats Critical environment threats

State of the External Environment

COmpetitive Status of the Corporation's Business Units Strong

Average

Weak

Compartment A

Compartment D

Compartment G

1. Internal Growth 2. Vertical Integration of Related Businesses 3. Mergers 4. Horizontal Integration

1. Mergers 2. Horizontal Integration 3. Strategic Alliance

1. Turnaround 2. Divestment

Compartment B

Compartment E

Compartment H

1. Vertical Integration of Related Businesses 2. Horizontal Related Diversification

1. Stability 2. Mergers 3. Horizontal Integration 4. Strategic Alliance 5. Divestment

1. Turnaround 2. Divestment

Compartment C

Compartment F

Compartment I

1. Horizontal Related Diversification 2. Horizontal Unrelated diversification (conglomerate) 3. Vertical Integration of Unrelated Businesses 4. Divestment

1. Divestment 2. Horizontal Related Diversification 3. HOrizontal Unrelated Diversification 4. Stability

1. Liquidation

GENERIC STRATEGIES (INDUSTRY LIFE CYCLE & SIZE OF BUSNISSES) Size of Business

Maturity Shakeout

Low-cost Niche-low-cost Low-cost-differentiation. Niche-low cost/different. Multiple

Cell - 3

Growth

Larger Businesses Cell - 9

Cell - 5

Cell - 4

Embryonic

Stages of Industry Life Cycle

Decline

Smaller Businesses

Niche-low-cost Niche-differentiation Niche-low cost/different. Niche-low-cost Niche-differentiation Niche-low cost/different. Cell - 2 Niche-low-cost Niche-differentiation Niche-low cost/different. Cell - 1

Niche-differentiation

Cell - 8 Low-cost Differentiation Low-cost-differentiation. Multiple Cell - 7 Low-cost Differentiation Low-cost-differentiation. Multiple Cell - 6 Low-cost Differentiation Low-cost-differentiation. Multiple

HUBUNGAN ANTAR FUNGSI Finance Production/ Operations Management

Human Resource Management

Purchasing and Materials Management

Marketing

Research and Development

Management Information Systems

Menterjemahkan Visi - Strategi pada sasaran-sasaran Agar sukses Secara berkesinambungan, Bagaimana Seharusnya Kita Terlihat oleh pemegang Saham ?

Perspektif Keuangan Sasaran

Indikator Utama

Target

Perspektif Pelanggan Untuk Mencapai Visi, Bagaimana Seharusnya kita terlihat Oleh para Pemegang saham?

Sasaran

Indikator Utama

Target

Perspektif Proses internal Untuk memuaskan Pemegang saham dan pelanggan Maka proses bisnis apa Yang harus kita unggulkan?

VISI & STRATEGI

Perspektif Pembelajaran Untuk Mencapai visi, Bagaimana Kita mendukung kemampuan Kita untuk berubah Dan meningkat

Sasaran

Indikator Utama

Target

Sasaran

Indikator Utama

Target

PETA STRATEGI (strategy map) Peta strategi adalah alat untuk melihat strategi-strategi secara serial Berikut hubungan sebab akibatnya dari berbagai perspektif tujuan (keuangan, pelanggan, proses bisnis, tumbuh dan berkembang).

Successful execution of a strategy requires three components Breakthrough result { Describe the strategy } + { Measure the strategy } + { Manage the strategy } The Philosophy of the three components is simple : You can’t manage (third component) what you can’t measure (second component) You can’t measure what you can’t describe (first componnent)

• • •

The ballanced scorecard, addressed the second component by showing how to measure strategic obyectives in multiple perspectives. The strategy-focused organization provided a more comprehensive approach for how to manage the strategy. The strategy maps describe and visualize the strategy.

Breakthrough result {Strategy maps} + {Balanced Scorecard} + {Strategy-Focused Organization}

ALIGMENT INTANGIBLE ASSET WITH STRATEGY TO CREATE VALUE FINANCIAL PERSPECTIVE

LONG-TERM SHAREHOLDER VALUE Productivity Strategy

Improve cost Structure

Growth Strategy

Increase asset Utilization

CUSTOMER PERSPECTIVE

Expand Revenue Opportunities

CUSTOMER VALUE PROPOSITION

PRICE

QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE

Product/Service Atributes

INTERNAL PERSPECTIVE

CREATING ALIGMENT

LEARNING & GROWTH PERSPECTIVE

Enhance Customer Value

PARTNERSHIP

BRAND

Relationship

Image

Operation Management Processes

Customer Management Processes

Inovation Processes

Regulatory & Social Processes

Processes that produce And deleviver product And service

Processes that enhance Customer value

Processes that create new Product and service

Processes that improve Communities and enviroment

Strategic Job Families

Human capital • Skill • Knowlage • Trainning

Strategic IT Portofolio

Infor1mation Capital • System • Data base • Network

Organization Change Agenda

Organization Capital • Cullture • Leadership • Alignment • Teamwork

CREATING READINESS

A STRATEGY MAPS (HOW THE ORGANIZATION CREATE VALUE) LONG-TERM SHARE HOLDER VALUE

Productivity Strategy (bertahan)

Growth Strategy (tumbuh)

FINANCIAL PERSPECTIVE






PRICE

QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE

Operation Management Processes • • • •

Supply Production Distribution Risk Management

Selection Acquisition Retention Growth

• • • •

Oppurtunity ID R & D Portofolio Design/Develop Launch

Image

• • • •

Enviroment Safety and Health Employment Community

Human Capital LEARNING & GROWTH PERSPECTIVE

Information Capital

Culture

Leadership

BRAND


Inovation Processes

Customer Management Processes • • • •

PARTNERSHIP

Relationship




Organization Capital

Alignment

Teamwork

OPERATION MANAGEMENT STRATEGY MAP TEMPLATE LONG-TERM SHAREHOLDER VALUE

Productivity Strategy

Growth Strategy


Industry cost Leader

Maximize use of Existing asset


New revenue sources


Competitive prices

Perfect quality

• • • •

Speedy, Timely purchase

Low total cost

Develop supplier relations


lower cost of ownership Just in time delivery High quality supply supplier partnership


Increase share Of Customer

Skills in mgt. process improvement

Produce products and services • • • •

Lower cost of production continuous improvement Process cycle time Fixed asset utilization

Distribute To customers

Manage Risk

• Lower cost to serve • Responsive delivery time • Enhance quality

Information capital Technology that facilitates Proccess improvement

Exellent Selection

• Financial risk • Operating risk • Technological risk

Organization Capital Culture for conntinuous improvement

OBJECTIVES AND MEASURERS FOR MANAGING SUPPLIER RELATIONSHIP OBYECTIVES

MEASURES • ACTIVITY-BASED COST OF ACQUIRING MATERIAL

LOWER COST OF OWNERSHIP

ACHIEVE JUST IN TIME SUPPLIER CAPABILITY

• COST OF PURCHASING AS PERCENTAGE OF TOTAL PURCHASE PRICE • SUPPLIER RATING : QUALITY, DELEVERY, COST • LEAD TIME FROM ORDER TO RECEIPT • ON TIME DELEVERY PERCENTAGE • PERCENT OF LATE ORDER • PERCENT OF ORDERS DELIVERED DIRECLY TO PRODUCTION PROCESS BY SUPPLIERS

DEVELOP HIGH QUALITY SUPPLIER CAPABILITY

• PERCENT OF DEFECT INCOMING ORDER • PERCENT OF SUPPLIER QUALIFIED TO DELIVER WITHOUT INCOMING INSPECTION • PERCENT OF PERFECT ORDERS RECEIVED

USE NEW IDEAS FROM SUPPLIERS

• NUMBER OF INOVATION FROM SUPPLIERS

ACHIEVE SUPPLIER PARTNERSHIP

• NUMBER OF SUPPLIERS PROVIDING SERVICES DIRECTLY TO CUST.

OUTSOURCE

• NUMBER OF OUTSOURCING RELATIONSHIPS • BENCHMARKED PERFORMANCE OF OUTSOURCING PARTNERS

OBJECTIVES AND MEASURERS FOR PROCESSES PRODUCTION OBYECTIVES LOWER THE COST OF PRODUCING PRODUCT/SERVICE

CONTINUOUSLY IMPROVE PROCESSES

MEASURES • ACTIVITY-BASED COST OF KEY OPERATING PROCESSES • COST PER UNIT OUTPUT • MARKETING, SELLING, DISTRIBUTION, AND ADMINISTRATIVE EXPENSES PERCENT OF TOTAL COST • NUMBER OF INEFFICIENT OR NON VALUE ADDED PROCESSES ELIMINATED . • YIELD PERCENTED • COST OF INSPECTION AND TESTING • TOTAL COST OF QUALITY (PREVENTION, APPRAISSAL, INTERNAL FAILURE, EXTERNAL FAILURE)

IMPROVE PROCESS RESPONSIVENESS

• CYCLE TIME • PROCESS TIME • PROSES EFFICIENCY (RATIO OF PROCESS TIME TO CYCLE TIME)

IMPROVE FIXED ASSET UTILIZATION

• PERCENT OF CAPACITY UTILIZATION • EQUIPTMENT RELIABILITY • NUMBER AND PERCENT OF BREAKDOWNS • FLEXIBILITY (RANGE OF PRODUCT/SERVICES THAT PROCESSES CAN PRODUCE AND DELIVER)

IMPROVE WORKING CAPITAL EFFICIENCY

• DAYS INVENTORY, INVENTORY TURNOVER • DAYS SALES IN RECEIVABLE • PERCENT OF STOCKOUTS • CASHTO-CASH CYCLE

OBJECTIVES AND MEASURERS FOR DISTRIBUTE PRODUCTS AND SERVICES TO CUSTOMERS OBYECTIVES

MEASURES • ABC COST OF STORAGE AND DELEVERY

LOWER COST- TO - SERVE

TO CUSTOMERS • PERCENT OF CUSTOMERS REACHED VIA LOW COST TO SERVE CHANNELS

DELIVER RESPONSIVELY TO CUSTOMERS

• LEAD TIME, FROM ORDER TO DELEVERY • TIME FROM COMPLETION OF PRODUCT/SERVICE UNTIL READY FOR USE BY CUSTOMER • ON TIME DELEVERY PERCENTAGE

ENHANCE QUALITY

• PERCENT OF ITEM DELIVERED WITH NO DEFECT • NUMBER AND FRECWENCY OF CUSTOMER COMPLAINT

OBJECTIVES AND MEASURERS FOR MANAGING RISK

OBYECTIVES

MEASURES • BAD DEBT PERCENTAGE

MANAGE FINANCIAL RISK/ MAINTAIN HIGH CREDIT QUALITY

MANAGE OPERATING RISK

MANAGE TECHNOLOGICAL RISK

• PERCENT OF UNCOLLECTIBLE RECEIVABLE • EXPOSURE OR LOSSES FROM INTEREST RATE FOREIGN EXCHANGE, OR COMODITY PRICE FLICTUATIONS • INVENTORY OBSOLESCENCE AND SPOILAGE • DEBT-TO EQUITY RATIO • MONTHS OF PAYROLL HELD IN CASH • ORDER BACKLOG • PERCENT OF CAPACITY FROM EXISTING AND BACLOGGED ORDERS • TECHNOLOGY RANKING OF PRODUCT AND PROCESSES COMPARED TO COMPETITORS

LINKAGE (DIRECT AND INDIRECT) TO FINANCIAL PERSPECTIVE OBJECTIVES

OBYECTIVES

MEASURES • COST PER UNIT, BENCHMARKED

BECOME THE INDUSTRY COST LEADER

MAXIMIZE USE OF EXISTING ASSETS

AGAINST COMPETITORS • PERCENT OF ANNUAL REDUCTION IN COSTS PER UNIT OF OUTPUT • PERCENT OF COST BUDGET VARIANCE • GENERAL, SELLING, AND ADMINISTRATIVE EXPENSES PER UNIT OF OUTPUT OR PERLOCATION • SALES / ASSET RATIO • INVENTORY TURNOVER RATIO • INVESTMENT EFFICIENCY (NPV OF NEW PROJECTS TO TOTAL INVESTMENT) • PRODUCT AND DEVELOPMENT PIPELINE TO CAPACITY AVAILABLE • PERCENT OF INVOICES PAID ON TIME

INCREASE ACCOUNT SHARE WITH EXIISTING CUSTOMERS

• PERCENT OF GROWTH IN EXISTING CUSTOMERS’ BUSINESSES

INCREASE REVENUE FROM NEW CUSTOMERS

• REVENUE FROM ACQUIRING NEW CUSTOMERS

LINKAGE TO LEARNING AND GROWTH PERSPECTIVE OBJECTIVES

OBYECTIVES

MEASURES • PERCENT OF EMPLOYEES TRAINED IN QUALITY

DEVELOP SKILLS IN QUALITY MANAGEMENT AND PROCESS IMPROVEMENT

TECHNOLOGY THAT FACILITTATES PROCESS IMPROVEMENT AND CUSTOMER SATISFACTION

CULTURE FOR CONTINNUOUS IMPROVEMENT

MANAGEMENT TECHNIQUES • NUMBER OR PERCENT OF EMPLOYEES QUALIFIED AT “BLACK BELT” SIX SIGMA QUALITY LEVEL • PERCENT OF EMPLOYEES WITH KNOWLAGE AND TRAINING IN ACTIVITY BASED MANAGEMENT, JUST IN TIME, AND THEORY OF CONSTRAINS • PERCENT OF EMPLOYEES WHO OBTAIN IMMEDIATE FEEDBACK FROM OPERATIONS • PERCENT OF CUSTOMERS WHO CAN TRACK ORDER STATUS ELECTRONICALLY • EMPLOYEE SURVAY ON ON CULTURE FOR CONTINUOUS IMPROVEMENT AND KNOWLADGE SHARING • NUMBER OF PROCESS IMPROVEMENT IDEAS GENERATE • PERCENT OF EMPLOYEE PROCESS IMPROVEMENT SUGGESTIONSS ADOPTED • NUMBER OF IDEAS FOR QUALITY AND PROCESS IMPROVEMENT SHARED ACROSS MULTIPLE ORGANIZATIONAL UNITS • PERFORMANCE IMPROVEMENT FROM FROM EMPLOYEE SUGGESTIONS AND ACTION (COST SAVINGS, DEFECT REDUCTION, YIELD ENHANCEMENT, PROCESS TIME REDUCTION

CUSTOMER MANAGEMENT STRATEGY MAP TEMPLATE LONG-TERM SHAREHOLDER VALUE


Growth Strategy








PRICE QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE







Inovation Processes • • • •


Image

• • • •



Information Capital

Culture

Leadership

BRAND

Relationship


PARTNERSHIP


Alignment

Teamwork

CUSTOMER MANAGEMENT STRATEGY MAP TEMPLATE Productivity Strategy

LONG-TERM SHAREHOLDER VALUE

Growth Strategy


IMPROVE SALES PRODUCTIVITY





PRICE

QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE


CUSTOMER SELECTION INTERNAL PERSPECTIVE

• Understand segments • Screen unprofitable customers • Target high-value Customers • manage the brand

CUSTOMER AQUISITION • Communicate value proposition • Custemize mass marketing • Acquire/convert leads • Develop distributor network

PARTNERSHIP

Relationship

CUSTOMER RETENTION • Premium Customer service • “Sole source” partnership • Service excellence • Lifetime customers

BRAND

Image

CUSTOMER GROWTH • Cross – Selling • Solution Selling • Partnering/integrated management • Customer education

OBJECTIVES AND MEASURERS FOR CUSTOMER SELECTION PROCESSES OBYECTIVES

MEASURES

UNDERSTAND CUSTOMER SEGMENT

• PROFIT CONTRIBUTION BY SEGMENT

SCREEN UNPROFITABLE CUSTOMERS

• PERCENT OF UNPROFITABLE CUSTOMERS

TARGET HIGH-VALUE CUSTOMERS

MANAGE THE BRAND

• MARKET SHARE IN TARGETED SEGMENTS

• NUMBER OF STRATEGIC ACCOUNTS

• CUSTOMER SURVEY ON BRAND AWARENESS AND PREFERENCE

OBJECTIVES AND MEASURERS FOR CUSTOMER ACQUISITION PROCESSES OBYECTIVES

COMUNICATED VALUE PROPOSITION

CUSTOMIZE MASS MARKETING

ACQUIRE NEW CUSTOMERS

DEVELOP DISTRIBITOR RELATIONSHIP

MEASURES • BRAND AWARENESS (SURVEY) • CUSTOMER RESPONE RATE TO CAMPAIGNS • NUMBER OF CUSTOMERS USING PROMOTIONS TO SAMPLE THE PRODUCT

• PERCENT OF LEADS CONVERTED • COST PER NEW CUSTOMER ACQUIRED • LIFETIME VALUE (ESTIMATED) OF NEW CUSTOM ERS ACQUIRED • DISTRIBUTOR SCORECARD • DISTRIBUTOR SURVEY FEEDBACK

OBJECTIVES AND MEASURERS FOR CUSTOMER RETENTION PROCESSES OBYECTIVES

PROVIDE PREMIUM CUSTOMER SERVICE

MEASURES • NUMBER OF PREMIUM CUSTOMERS • QUALITY RATINGS FROM PREMIUM CUSTOMERS • TIME FOR CUSTOMER TO RESOLVE CONCERNS OR COMPLAINTS • PERCENT OF CUSTOMER QUIRIES NOT SATISFIED BY INITIAL RESPONDENT

CREATE VALUE-ADDED PARTNERSHIP

• PERCENT OF REVENUE FROM SOLE SOURCE CONTRACTS

PROVIDE SERVICE EXCELLENCE

• SERVICE LEVEL, BY CHANEL

CREATE HIGHLY LOYAL CUSTOMERS

• ACCOUNT SHARE (PERCENT CAPTURED OF CUSTOMERS’ SPENDING IN CATEGORY) • NUMBER OF REFERALS TO NEW CUSTOMER • NUMBER OF NEW CUSTOMERS ACQUIRED FROM REFERRALS BY EXISTING CUSTOMERS • NUMBER OF SUGGESTIONS FOR PRODUCT AND SERVICE ENHANCEMENTS FROM LOYAL CUSTOMERS

OBJECTIVES AND MEASURERS FOR CUSTOMER GROWTH PROCESSES OBYECTIVES

CROSS-SELL CUSTOMERS

SOLUTION SELLING

PARTNER WITH CUSTOMERS

MEASURES • NUMBER OF PRODUCTS PER CUSTPMER • CROSS-MARKET REVENUES, REVENUES GENERATE IN MARKETS OR PRODUCT BEYOND THE ENTRY-LEVEL PRODUCT. • NUMBER OF JOINTLY DEVELOPED SERVICE AGREEMENTS • REVENUE/MARGIN FROM POST-SALE SERVICES • NUMBER OF VALUE-ADDED SERVICE AVAILABLE TO CUSTOMERS • NUMBER OF SOLE-SOURCE CONTRACKS • NUMBER OF GAIN-SHARING AGREEMENTS • MONEY EARNED FROM GAIN-SHARING AGREEMENTS • NUMBER OF HOURS SPENT WITH CUSTOMERS

CUSTOMER PERSPECTIVE LINKAGES

OBYECTIVES

INCREASE CUSTOMER SATISFACTION THROUGH AN ATRACTIVE VALUE PROPOSITION

MEASURES

• PERCENT OF CUSTOMERS HIGHLY SATISFIED

• CUSTOMER RETENTION INCREASE CUSTOMER LOYALTY

CREATE RAVING FANS

• DEPTH OF RELATIONSHIP

• PERCENT OF BUSINESS FROM CUSTOMER REFERRALS

FINANCIAL

PERSPECTIVE LINKAGES

OBYECTIVES

MEASURES

CREATE NEW SOURCES OF REVENUE

• REVENUE FROM NEW CUSTOMER

INCREASE REVENUE PER CUSTOMER

• ACCOUNT SHARE

INCREASE CUSTOMER PROFITABILITY

• CUSTOMER PROFITABILITY (MEASURE BY ABC SYSTEM) • PERCENT OF UNPROFITABLE CUSTOMERS


• REVENUE FROM NEW PRODUCT AND SERVICES

• SALES EXPENSE/TOTAL REVENUE • COST PER SALE (BY CHANNEL) • PERCENT OF CUSTOMER TRANSACTION DONE ELECTRONICALLY

LEARNING AND GROWTH LINKAGES TO CUSTOMER PERSPECTIVE

PERSPEKTIF

HUMAN CAPITAL

INFORMATION CAPITAL

INFORMATION CAPITAL

OBYECTIVES

MEASURE

• DEVELOP STRATEGIC COMPETENCIES1

• HUMAN CAPITAL READINESS

• ATTRACT AND RETAIN TOP TALENT

• TURN OFER OF KEY PERSONNEL

• DEVELOP PORTOFOLIO OF CUSTOMER MANAGEMENT INFORMATION SYSTEMS

• CUSTOMER APPLICATION PORTOFOLIO READINESS

• INCREASE KNOWLEDGE SHARING

• EXTENT OF USAGE OF KNOWLEDGE MANAGEMENT SYSTEM

• CREATE A CUSTOMER CENTRIC CULTURE

• EMPLOYEE CULTURE SURVEY

• CREATE PERSONAL GOAL ALIGMENT

• PERCENT OF EMPLOYEE OBJECTIVE LINKAGE TO BSC CUSTOMER PROCESS AND OUTCOME MEASURES

A STRATEGY MAPS ( MANAGING INNOVATION ) LONG-TERM SHAREHOLDER VALUE


Growth Strategy







PRICE

QUALITY AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE






• • • •

Customer Management Processes Selection Acquisition Retention Growth

PARTNERSHIP

Relationship




Image

• • • •



Information Capital

Culture

Leadership

BRAND


Alignment

Teamwork

INOVATION MANAGEMENT STRATEGY MAP TEMPLATE LONG-TERM SHAREHOLDER VALUE

Productivity Strategy FINANCIAL PERSPECTIVE


Growth Strategy



CUSTOMER VALUE PROPOSITION CUSTOMER PERSPECTIVE


High-performance product

IDENTIFY THE OPPORTUNITIES • Anticipate customer needs • discover new opportunity

LEARNING AND GROWTH PERSPECTIVE

Extend into new market

First to market

MANAGE THE PORTOFOLIO

DESIGN AND DEVELOP

• Choose and manag mix of projects • Extend products to new application • Collaborate

• Manage products through development stages • Reduce development cycle time • Reduce dev. cost

LAUNCH • Ramp-up time • Production cost, quality, cycle time • Achieve initial sales goals

HUMAN CAPITAL

INFORMATION CAPITAL

ORGANIZATION CAPITAL

Multidisciplinary skill

Technology to explore, Integrate, and speed To market

A cuklture or creativity And inovation

A STRATEGY MAPS ( MANAGING REGULATORY AND SOCIAL PROCESSES ) LONG-TERM SHAREHOLDER VALUE


Growth Strategy







PRICE

QUALITY

AVAILIBILITY

SELECTION

FUNTIONALLITY

SERVICE










Image

• • • •



Information Capital

Culture

Leadership

BRAND

Relationship


PARTNERSHIP


Alignment

Teamwork

REGULATORY AND SOCIAL STRATEGY MAP TEMPLATE LONG-TERM SHAREHOLDER VALUE

Productivity Strategy FINANCIAL PERSPECTIVE

Reduce risk of Doing business

Growth Strategy

Attract socially customers

CUSTOMER VALUE PROPOSITION CUSTOMER PERSPECTIVE

Parten in the community

Resposible cityzen

Enviroment INTERNAL PERSPECTIVE

LEARNING AND GROWTH PERSPECTIVE

• Energy and resource consumtion • Water and air emissions • Solid waste disposal • product env. impactt i

Safety and health • Safety • health

Employment • Diversity • Employ the un unemployable

Community • Community programs • Aliances with non profits

HUMAN CAPITAL

INFORMATION CAPITAL

ORGANIZATION CAPITAL

Invest in human capital growth

Clean technologies

Culture of awareness and responsibility

STRATEGY MAP


(F-1) Tercapainya Outstanding Financial return (F-2) Bertumbuhnya Pendapatan


(C-1) Terbangunya Citra perusahaan


(I-1) Terbangunnya Sistem adaptasi terhadap UU keselamatan, lingkungan Serta proses sosial

LEARN. & GROWTH PERSPECTIVE

(L-1) Tersedianya Competensi untuk Mengimplementasi strategi

(F-3) Berkurangnya biaya

(C-2) Terbangunya Atribut produk

(I-2) Meningkatnya Kualitas proses pengelolaan pelanggan

(C3) Meningkatnya Kualitas hubungan Dengan pelanggan

(I-3) Tercapainya Keunggulan bersaing Melalui proses inovasi

(L-2) Terbangunnya Sistem informasi, dan infrastruktur IT terintegrasi`

(I-4) Terwujudnya Pengelolaan proses Operasional unggul

(L-3) Terbangunya Budaya perbaikan berkelanjutan

BUSINESS SCORECARD SASARAN STRATEGIK

F-1 sustainable outstnding financial returns F-2 bertumbuhnya pendapatan F-3 berkurangnya biaya

C-1 terbangunnya citra perusahaan C-2 terbangunya atribut produk C-3 meningkatnya kualitas hubungan dengan pelanggan

Ukuran Hasil (outcome measure, LAG Indicators)

Ukuran Pemicu Kinerja (performance driver measure,LEAD Indicators)

EVA (Economic Value added)

MVA (Market Value added)

Tingkat pertumbuhan pendapatan Penurunan biaya

kepuasan pelanggan

Pangsa Pasar

Pangsa Pasar

Cost effectiveness procss

Customer satisfaction index Customer acquisition Customer retention Customer profitability

Kepercayaan pelanggan

Customer confidence index

TARGET

suatu nilai

5 customer baru/th

Reduksi biaya Operasi 4%/th

Hak beroperasi

Tingkat kesadaran pada lingkungan Kontribusi pemberdayaan masyarakat

F-1.1 Menaikan nilai investasi F-2.1 Menumbuhkan pangsa pasar F-2.2 Meningkatrkan penjualan F-3.1 Mengurangi biaya

Menambah (5%) Channel distribution

C-1.1 membangun citra dan nama baik

Meningkatkan(3%) Pangsa pasar

C-2.1 Membangun atribut produk (segmentation customization)

Meningkatkan Jumlah pelanggan (7%)

C-3.1 membangun hubungan berkualitas dengan pelanggan

I-1.1 Menyempurnakan sistem SHE

Tingkat kepatuhan pada keselamatan dan kesehatan I-1 Terbangunnya sistem adaptasi terhadap UU keselamatan, lingkungan & sosial

INISIATIF STRATEGI

Kualifikasi hijau Untuk PROPER (program peringkat Kinerja perusahaan)

I-1.2 Membangun sistem mgt. lingkungan

I-1.3 Membangun CSR

BUSINESS SCORECARD (lanjutan) SASARAN STRATEGIK

I-2 Meningkatnya kualitas proses pengelolaan pelanggan


Waktu dan kualitas respon Atas permintaan pelanggan


Ketersediaan database pelanggan

TARGET

Menurunkan waktu Layanan 8%

INISIATIF STRATEGI

I-2.1 Memilih pelanggan Terkait dengan segmentasi, proporsi laba, dan yang bernilai tinggi. I-2.2 Memperoleh pelanggan baru I-2.3 Mempertahankan pelanggan lama I-2.4 Menumbuhkan hubungan dengan pelanggan.

I-3 Tercapainya keunggulan bersaing melalui proses inovatif

Prosentasi produk baru Yang diproduksi berdasarkan Masukan pelanggan

Waktu yang dihabiskan Untuk mengetahui Kebutuhan pelanggan

Menambah 1 buah konsep Desain kualitas produk baru

I-3.1 Mengantisipasi kebutuhan pelanggan untuk masa y.a.d. I-3.2 Memproduksi produk baru secara efektif

I-4.1 Menurunkan total ownership cost

I-4 Terwujudnya pengelolaan proses operasional unggul

1-4.2 Mengurangi biaya proses produksi Efektifitas biaya operasi

Rendahnya biaya operasi

Menurunkan 5% Biaya operasi

1-4.3 Meningkatkan pemanfaatan aktiva tetap. 1-4.4 Mendistribusikan produk fokus pada kualitas dan biaya

BUSINESS SCORECARD (lanjutan) SASARAN STRATEGIK

L-1 Tersedianya competensi untuk implementasi strategi

L-2 Terbangunnya Information capital aplication dan IT infrastruktur untuk mendukung strategi

L-3 Terbangunya budaya perbaikan berkelanjutan



Ketersediaan Directory competencies Produktivitas karyawan

Information capital readiness

Strategic information Avallable ratio

Keterpaduan antara on line Transaction (OLTP) , analitytical Processing (OLAP) dan transformational Aplications OLTA)

TARGET

Tingkat kesiapan Human kapital Mengeksekusi Strategi (80%)

Tingkat keselarasan information capital Dengan strategi (80%)

INISIATIF STRATEGI

L-1.1 Mendesain program pengembangan humancapital L-1.2 Pengembangan shared database untuk information sharing

L-2.1 Mendesain information capital portfolio untuk mendukung strategi. L-2.2 Menyelaraskan information capital padca strategi bisnis L-2.3 Mengukur information capital readiness

Tingkat adaptasi Terhadap Perubahan lingkungan bisnis Dan lingkungan organisasi

Gagasan senantiasa melakukan perbaikan berkelanjutan akan Proses baru.

Perbaikan performansi terhadap Sistem saran (reduksi biaya, Reduksi waktu proses, Peningkatan capasitas)

Tingkat relaktansi Terhadap perubahan (10%)

L-3.1 Meningkatkan kemampuan organisasi untuk memanfaatkan pengetahuan. L-3.2 Meningkatkan kemampuan organisasi untuk memiliki kapasitas berubah

HRP Human Resource Planning Model HUMAN AUDIT

Organizational Work Force

TECHNIQUES FORCASTING

DEMAND COUSES

`

External

`

Short - range

DEMAND

Long – range

Internal

=

SUPPLY

External

Short and long range HUMAN RESOURCE PLAN Internal Staffing Process

External Staffing Prcess

REPLACEMENT CHART

ANALYSIS LABOR MARKET

EXTERNAL NEEDS

EMPLOYEE – RECRUITMENT - AND-SELECTION PROCESS Step

Activities

Products

Job – analysis

Specification of people/ Requirement of jobs

Strategic Work Force Planning

Specification of human resource requirements

Recruitment

Planning, Operations, Control

A pool of qualified candidates

Initial Screening

Recommendations, application forms, Interview

A smaller pool of qualified candidates

Selection

Cognitive, situational test

New Employee

Orientation

Understanding of company, policy, Procedures, and benefits

Placement

Optimal match oh Employee tallent With organization needs

Training

Competence to perform present or Future job requirement

Performance management

Feedback regarding past and Prsent job performance

Human Resource In globally Competitive business environment

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